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8/10/2019 Feasibility Study - Peterborough City Council
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www.peterboroughfuturecity.co.uk
FutureCitiesDemonstra
torFeasibility
Study
PeterboroughDNA
Final ReportPeterborough City Council
TSB Ref No: 23443-162343
14/11/2012
Our Ref: FCD/DNA/Final
Author: Charlotte Palmer
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Contents
Contents
Executive Summary Page 1
1. Demonstrator Proposal Page 2
1.1 Introducing Peterborough Page 2
1.2 Peterboroughs Vision & Ambition Page 3
1.3 City Systems to Deliver the Vision Page 4
1.4 Our Approach to Integration: Peterborough DNA Page 8
1.5 Measuring Success Page 9
1.6 Engaging the City Page 10
1.7 Leveraging Value Page 10
2. Project Details Page 12
2.1 Peterborough DNA Strands Page 12
2.2 Maximising Linkages Page 19
2.3 Delivering Peterborough DNA Page 20
2.4 Peterborough DNA Dissemination Page 21
3. Peterborough DNA Impacts Page 22
4. Risks Page 24
5. Funding Page 26
6. Appendices Page 27
Appendix A Outline Programme for Peterborough DNA Page 27
Appendix B Summary of Project Costs Page 29
Appendix C Risk Register Page 30
Appendix D Living Data Supporting Information Page 32
Appendix E Process Diagrams: Innovation Pool & Skills for Our Future Page 34
Appendix F Detailed Project Descriptions for
Sustainable City Metabolism Strand Page 35
Appendix G Statement of Commitment Page 36
For more information, please contact:
Charlotte Palmer
Climate Change Manager
Peterborough City Council
Stuart House - East Wing
St Johns Street
PeterboroughPE1 5DD
E: charlotte.palmer@peterborough.gov.uk
T: +44 (0) 1733 453538
www.peterboroughfuturecity.co.uk
Website access password:
PeterboroughDNA
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Growth, innovation, sustainability, and delivery are all inthe DNA of Peterborough. Our citizens and businesses are
at the heart of everything we do, bringing the city to lifeand providing the resources for a successful and viable
future.
Context
Peterborough, with its population of 183,600 (150,000 in
the urban area), reflects every aspect of a modern city: the
dense urbanisation, growth ambitions and multi-culturalism
of larger cities, as well as the close networks, communities
and interactions of smaller cities. It is also the urban centre
of a much wider economic geography, larger than many
metropolitan areas, with an immediate hinterland of rural
villages and market towns, as well as possessing significant
links to other major conurbations. Peterborough is a major
partner in the local LEP and leads the Growth Cities Network
for the Greater South East.
This unique character means that Peterborough is the perfect
location for the Future Cities Demonstrator: our proposition
is scaleable, and the discrete strands and component
projects can be applied to any size of city. Our track record
of demonstrating national and international leadership in
innovation includes:
The Peterborough Model data visualisation and
collaboration platform;
Collective energy switch scheme currently being followed
by 15 other authorities;
The Water Innovation Network for SME collaboration with
Anglian Water, being expanded across the country;
Over 1,100 companies signed-up to transform
employability skills in the city;
The RSAs ground-breaking Citizen Power programme.
Our businesses are providing solutions across the globe. Our
local networks mean that we can plug into and maximise
their expertise, underpinning the local and national economy
through job creation, supply chain trade and export.
Proposition
The Peterborough DNA programme reflects the integrated
nature of Peterboroughs assets. The city and its people are
vitally connected and, through this proposal, its systems
intrinsically linked for mutual and exponential benefit. Theprogramme takes a holistic and comprehensive approach, with
three fundamental principles: an over-arching concept and
strategy (single entity programme); establishing a test-bed for
SME innovations; and identification and delivery of specific
solutions.
Peterborough DNA consists of ve key strands of activity,
with each being a multi-system in itself and linking across to
the other initiatives to deliver a viable, living city:
Living Datacreates a complete, live data resource
and platform for the complementary strands of the
Peterborough DNA programme and for wider application
across the city, incorporating exciting, user-friendly
visualisations and enabling multi-dimensional interaction.
The Peterborough Innovation Poolis a unique hub
for business innovation, providing solutions across all
city systems and sectors, combining in a single place
challenges, solutions, businesses, research and financiers,
and compiling an innovation library for future learning and
product generation.
Sustainable City Metabolismis a comprehensive
programme of multi-resource demonstrator projects applied
to a key Peterborough industrial park, generating business
consortia for future sustainability and wider (domestic and
commercial) roll-out. Skills for Our Futurewill develop a single, virtual pathway
for an individuals skills development, curriculum
engineering to drive the FCD aspirations and a network of
Change Agents for personal development and business
growth.
Transporting Intelligencewill deliver a fully integrated
communications and transport strategy, driving-up
efficiencies and safety across the road network and driving-
down emissions and environmental impacts.
Each strand has been developed through robust and
extensive engagement, carefully considered in terms of
programme delivery and costed as far as is possible at thisstage. Wherever possible, discussions have been held with
industry leaders and innovators to assess practicality and
sustainability, with conversations held on a confidential and
without prejudice basis so that future procurement is not
compromised.
Each strand proposes innovative approaches, but crucially
establishes a test-bed for SME innovation, as part of this
programme and into the future. This is supported by initiatives
within the programme, such as the Innovation Pool, so that
SMEs are provided with both opportunities and the means for
bringing innovation to market.
It is anticipated that 21.5m will be required to fund the
delivery of the Peterborough DNA programme, with this figure
built from the bottom up rather than back-engineering
projects from a 24m total sum. As such, the projects stack
up in their own right and have greater legitimacy than merely
being ideas to justify the award of the maximum grant. An
outline programme and a cost breakdown are provided in the
appendices.
A risk register is included at Appendix C. The majority of costs
will be delivered by sub-contract, reducing the programme
risks from the perspective of the council and the TSB.
We will work closely with the TSB to finalise the delivery costsfor the component projects, and to identify how the balance of
2.5m could be best utilised. Options may include enhanced
marketing opportunities, collaboration with other cities,
including bespoke trials elsewhere, or held by TSB as a further
safeguard against risk.
We anticipate that the benefits from the Peterborough
DNA programme will be felt and experienced by all of
Peterboroughs citizens and businesses through enhanced
economic activity and prosperity, life-choice and lifestyle
enhancements and a lesser dependency on unsustainableconsumption and production cycles.
In short, Peterborough DNA is an exciting and innovatingprogramme which will demonstrate clearly, practically andeffectively how to transition to a successful and sustainable
city of the future.
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Executive Summary
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1.1 Introducing PeterboroughPeterborough is a compact but diverse city: deliverable in
scale but containing all the issues and challenges faced by
both large and small conurbations. The transformationalimpact of 24m on a city like Peterborough will provide
learning models which will be practical, deliverable,
replicable and scalable.
Peterborough is a cosmopolitan city with a rich heritage,
home to a fast-growing multicultural population of
183,600, and a wider catchment area of more than
600,000 within a 25-mile radius. As such it is one of the
largest cities in the East of England.
The local authority covers both rural and urban areas: from
the Fenland edge in the east, to the rolling Clare country
in the west, with the compact urban area at its centre.The urban area consists of 7,900ha and is occupied by
150,000 residents. The city has been a site of settlement
for over 3,000 years, but has been shaped in more recent
times by the railway, brick and engineering industries, and
massive growth under the New Town commission in the
20th century.
Now, with one of the most forward thinking agendas
for economic development in the country, the city aims
to build an even bigger, better and truly sustainable
Peterborough for its existing citizens and future
generations.
PeopleThe citys real strength is its cohesive and integrated multi-
cultural population (figures below from census 2011):
Population of 183,600
41% aged 29 or under (compared to 38% nationally,
36% East of England)
Lower proportion of population aged 65+
13% non-white British (compared to 12% nationally,
7% East of England)
Second fastest city in the country for growth at 18%
By 2035 the population will be 230,000 (an increase
of 25%)
EconomyThe city has a broad-based economy where every business
sector is represented, with a diverse workforce to match:
GVA per head (2009) is relatively high at 23,394(compared to 20,498 nationally and 18,536 East of
England)
Between October 2009-December 2011 unemployment
has fallen by 0.6%, while job vacancies have increased
by 60% since September 2011
The Peterborough workforce of 110,000 is employedin more than 5,000 companies, including both global
giants and innovative SMEs
Key sectors include environmental goods & services,
engineering & manufacturing, nance, media, food &drink, and logistics
Only 37% of the workforce is employed in higher leveljobs (8% below national average), with 27% employed
in lower skilled jobs
Although average weekly income is around 15% lower
than the national average, the house price-earnings
index for Peterborough (at x8.3) is better than national
and East of England figures
Despite the recent recession, Peterboroughs economy has
proved resilient and even flourished:
Over 5,000 jobs have been announced in the city
during the last year
Major local companies such as Caterpillar Perkins, BGL,Royal Sun Alliance and many others have shown growth
in employees and apprentices
New investment is also coming to the city: Kelway IT(who support over half of the FTSE Top 100 companies)
and the Yearsley Group logistics: in the city centre,
high profile operators such as Primark, Patisserie
Valerie, Carluccios, Ofce and Superdry among others,
following the 12m regeneration of Cathedral Square
ConnectionsPeterboroughs strategic location in the country means that
it is an attractive location for businesses to prosper:
Links to London by rail in just 45 minutes and fast,direct routes to the northern cities of Leeds, York,
Newcastle and Edinburgh, and east-west to Cambridge,
Leicester and Birmingham
The 43m upgrade of the railway infrastructure will
enable a Thameslink service by 2016, providing direct
connections between Peterborough and the financial
institutions of the City of London
Close proximity to major arterial routes (A1M, A14, andA47) with a comprehensive parkway system connecting
these and wrapping around the city to give Peterboroughone of the countrys fastest commute to work times
Sustainable transport is enhanced through the unique
and scenic 45 mile Green Wheel cycle network
recognised by The Times as the second best cycle route
in Britain and supported by the Local SustainableTransport Fund
RegenerationPeterboroughs ambitious billion-pound growth programme
is already underway to create a new city for the 21st
century:
Over 160,000 sq ft of Grade A ofce space has beengiven approval next to the mainline railway station
300 low carbon homes are under construction as the
first part of the South Bank regeneration area
1. Demonstrator Proposal
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A joint venture has been put to the market for the
Fletton Quays area, to bring forward residential, leisure
and cultural development
The Peterborough Gateway industrial park of 1million
sq ft is already coming out of the ground to the SW of
the city
The recent 135m investment in the citys educationsystem is continuing to the south of the city, while the
citys University Centre and innovative partnerships withAnglia Ruskin, Cranfield and Middlesex universities are
tackling one of the countrys largest higher education
cold spots
ChallengesLike many cities, however, Peterborough faces some
testing challenges:
Currently living beyond our resources and tacklingadditional pressures on this as part of the growth
agenda
Low skills attainment with its potential to undermineaspirational economic development
A low wage structure and relatively lower end economy
Areas of deprivation within the top 5% in the country
Poor health indicators affecting the potentialproductivity of the workforce
Social cohesion with high levels of immigration
A transport system that is under pressure from the citysgrowth, and which needs to reduce its environmental
impacts
In recent years tremendous advancements have beenmade in all of these areas, and the positive growth agenda
and investment interest will enhance the opportunities of
tackling these in the immediate and long term.
Importantly, Peterborough not only has the challenges that
many cities face in providing a truly sustainable future,
but the potential and assets to underpin transformational
solutions.
1.2 Peterboroughs Vision & AmbitionThe vision for Peterborough is for a bigger and better city that
grows the right way through truly sustainable development:improving the quality of life for all its people and communities
and creating a city which is a healthy, safe and exciting place
to live, work and visit, and is famous as the environment
capital of the UK.
At the heart of this vision are the Peterborough citizens and
the business community that drive the citys prosperity.
The long-adopted Sustainable Community Strategy sets
out both the aspirations and the responsibilities for the
city. Figure 1 below summarises those goals. Building
on this, Peterborough adopted its Single Delivery Plan
(SDP), integrating partners from across the citys systemsto identify practical targets and delivery methods to reach
those goals.
We like to do things differently in Peterborough, so all
those involved in the SDP, across all the citys systems,
have been empowered through the creation of an
Innovation Forum, facilitated through the Royal Society
for Arts and Commerce (RSA) the rst of its kind in thecountry. Taking this forward, the city will be adopting the
One Planet Living agenda: providing clear and transparent
targets, initiatives and accountability for the city as a
whole. The success of the Future Cities Demonstrator
programme will be vital in identifying the solutions to
deliver the One Planet Living agenda, building on thestrong foundations of the integrated networks already
formed.
Figure 1
Sustainable
Community Strategy
goals
We have an established and successful history of growth
and renewal: from the citys doubling in population
between 1967-1988 to the present day. Peterborough
is already the number one city for housing stock growth
(Centre for Cities 2012), is currently the second UK city
for % population growth, and according to the McKinsey
Report (2011) will be Englands fastest growing city by
2025. By 2026, Peterboroughs population will have
increased to well over 200,000, with 25,000 homes built
and 20,000 jobs created.
The demand for, and benefits from, growth are clear, as
are our plans for delivering it. These are ambitious, but
not unprecedented: we have done it before and will do it
again. We recognise that it will bring both opportunity and
challenges. The opportunities that it presents, in terms
of economic prosperity and equity, social aspiration and
Priority 1:Creating opportunities -
tackling inequalities
Improving health
Supporting vulnerablepeople
Regenerating neigbourhoods
Improving skills &
education
Priority 2:
Creating strong &supportive communities
Empowering local
communities
Making Peterborough safer
Building communitycohesion
Building pride in
Peterborough
Priority 3:Creating the UKs
Environment Capital
Making Peterborough
cleaner & greener
Conserving natural resources
Growing our environmental
business sector
Increasing use ofsustainable transport Priority 4:
Delivering substantial &
truly sustainable growth
Creating a safe, vibrant
city centre & sustainable
neighbourhood centres
Increasing economic prosperity
Building the sustainableinfrastructure of the future
Creating betterplaces to live
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Innovation Network is a unique collaboration between
local businesses and the local water company Anglian
Water: identifying innovative products to address water
management issues, over 100 innovations have been
trialled. Smaller scale businesses are also innovating: for
example, the local environmentally friendly taxi service
using hybrid vehicles, and a water-free car wash.
Businesses across the city are helping to tackle the citys
challenges. Through the Investors in the EnvironmentScheme, businesses can sign up to reducing their
environmental footprint and receive support to achieve
that. Over 1,100 businesses are committed to the
citys Skills Service, volunteering direct employability
training into schools, to build the workforce of the
future and transform the opportunities for young people.
While through the citys Corporate Social Responsibilityprogramme (Side by Side) businesses have a quick and
easy way of inputting to worthwhile community initiatives.
CommunicationsPeterboroughs urban areas are well served bycommunications infrastructure with excellent speeds and
connectivity this will be vital in underpinning the delivery
of the citys vision and the demonstrator proposal. High-
speed broadband provision to the rural villages is unlikely
to be delivered by the market, however, so we are working
with Cambridgeshire County Council and other partners
on the Connecting Cambridgeshire project, to provide
superfast broadband to 90% of homes and businesses by2015.
The many existing networks of people and organisations
in Peterborough span businesses, communities, third
sector and public organisations, providing an invaluable
resource to build consensus and the vehicles of delivery
for the citys vision. Many of these are well-organised,and connected virtually, although some remain informal
and poorly integrated. The successful use of these
networks and appropriate deployment of technological
communications will enhance the opportunities for
informal groups to network and social cohesion.
EducationThe skills of the population are vital for the delivery of
an aspirational and high-achieving workforce, which in
turn drives a transformation of the citys prospects andeconomic activity.
Educational attainment in Peterborough schools, however,
is below national averages, by varying degrees at each
level, as are the skills levels of the working age population.
Over the last few years over 135million has been
invested in the citys school system, creating academies
and the citys rst university centre, and that investmentis continuing. As a result, there has been skills level
improvement across the board, in some levels (e.g. Level
4+) at a rate higher than the national profile.
The greatest achievement in recent years has been
the advent of significantly higher education provisionto the city. Historically a higher education cold spot,Peterborough used to lose many of its school leavers to
national universities elsewhere, many students failing
to return. University Centre Peterborough (UCP) was
established in 2009, a joint venture between Anglia
Ruskin University and Peterborough Regional College,and has seen incredible success to date with exceptional
recruitment rates, and is ahead of schedule to adopt
self-awarding powers and full university status. Further
courses are being offered across the city by Anglia Ruskin,
Middlesex, and Bedford universities. A joint venture
between the city council and Peterborough Renewable
Energy Ltd (PREL) with Craneld University, has developedthe Centre for Renewable and Clean Energy, an education
and research centre that has attracted interest from a large
number of international students.
The Greeniversity initiative, our sustainable skills share
programme, continues to grow and thrive with over 100
teachers and 1,000 learners, and has received funding
from Nesta to expand nationally. The green agenda also
pervades the formal education system, with over 90% of
all the citys schools enrolled on our sustainable schools
programme.
Although Peterboroughs education system clearly haschallenges, its current and future transformation will
provide the human resource power, intellect and research
to drive the practical delivery of the citys vision.
EnvironmentThe environmental performance of Peterborough is
intrinsically linked to the performance of many other
strands of the citys systems and processes: from healthand well-being to economic prosperity and social equity.
Peterborough signed up to an environmental charter in
1991, and was one of only four cities to be awarded
Environment City status in 1992. In 1993 we set up PECT
(Peterborough Environment City Trust) as an independent
charity to focus solely on driving forward the environmental
agenda within the city. In 2008, Environment Capital was
adopted as one of four priorities of the city partnerships
strategy and in 2010, Environment Capital was approved
by full council as a major city policy.
The environmental aspiration is writ large across all of the
citys agenda. In business, this is represented not only inthe commercial activities of companies, but also in their
commitment to the Investors in the Environment scheme
which has over 700 companies registered and 125 working
towards formal accreditation. So successful is this scheme
that it has expanded rapidly and was launched across
Yorkshire and Humberside this year and is currently being
adopted by Northamptonshire, with business members
from Edinburgh to London. Retrofit programmes by local
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RSLs, new build of low carbon housing in the city centre
(one of the largest in the country), and the Forest for
Peterborough tree-planting scheme, are transforming the
environment and lives of many of Peterboroughs citizens.
Peterboroughs environmental impact, however, does notstop at its city boundaries. Over the last 3 years, the city
has been involved in ve EU funded projects that aim to
drive green growth and sustainable development and build
models of best practice and innovation across the EU,with Peterborough hosting many international events. The
Peterborough Model, developed by the city in conjunction
with IBM, Royal Haskoning and Green Ventures, has beendemonstrated from as far afield as Bordeaux and Cape Cod,
as well as receiving interest from councils and LEPs across
the UK.
The city faces existing challenges in environmental
resilience and security; our technical knowledge,
commitment (political, commercial and voluntary) and
thought-leadership will continue to address those and
ensure that the citys growth ambition puts no further
burden on those systems.
Environment: EnergyPeterboroughs energy supplies are reliant on critical
infrastructure located outside of the local authority
boundary. The gas-fired power station located in the
city does not directly supply the citys energy demands,and only operates when it is commercially viable for it to
export power to the National Grid. Energy infrastructure
is constrained in many areas (particularly in the south
and north east of the city), requiring costly intervention to
support Peterboroughs growth objectives.
Rising energy bills are having significant impacts on
Peterboroughs residents, with increasing numbers in fuel
poverty, directly adding to the citys health challenges.
Rising energy costs also impact on the economic viability
of the citys businesses. Peterboroughs commercial
electricity use is more than double the domestic
consumption. Failure to address these issues will
seriously constrain the delivery of the citys vision; the newinitiatives, as set out in this demonstrator proposal will
start to fulfil those requirements in an innovative way.
Innovative energy solutions are already underway, through
both the private sector with companies such as Larkfleet
Housing, Lark Energy and Aquavent, but also the public
sector. Bluesky Peterborough, the city councils recentlycreated Energy Service Company (ESCo) has a remit
to produce renewable energy and increase the energy
efciency across the councils portfolio, and beyond.
To date over 1000kW of solar PV have been installed on
council properties, an agreement is in place with Viridor
for a major energy from waste plant (to complement PRELsEnergy Park) and plans are well advanced for both wind
and solar farms.
Environment: WasteAlthough we are a high-performing authority for household
waste reused, recycled or composted (47.5% 2011/12),we also produce a lot of it: around 900,000 tonnes per
year, predicted to increase by 45% by 2030.
The cost of disposing of waste to landfill is increasing
dramatically, and the city is predicted to reach its landfill
capacity by 2014. We are therefore working with residents
to increase the amount we recycle to at least 65% by2020, as well as the private and public sector energy from
waste plants already mentioned.
Significant volumes of commercial and industrial waste
are exported and imported into the unitary authority
area. By addressing this element, creatively, with localbusinesses, and integrating this into a wider drive for
efficiency (environmental and economic), as proposed
in the demonstrator bid, we will set an exemplar for the
wider community which will be promulgated through its
integration with other systems.
Environment: WaterSituated in one of the driest and lowest-lying regions of
the UK, Peterborough is vulnerable to both drought and
flooding. Much of East Anglia is under serious water
stress. The main source of potable water (Rutland Water)
is located outside of the local authority boundary, providing
little confidence in water security.
Significant new water infrastructure will be required to
meet Peterboroughs planned growth, which will need to
be carefully managed to ensure no negative impacts on
water availability, water quality and biodiversity. New
development, however, also introduces opportunities to
actively improve both flood risk management and the
quality of water management.
To reduce the need for costly and intrusive infrastructure
interventions, innovative new models need to be explored,
tested, demonstrated and communicated. Effective water
management can reduce, if not obviate, the need for
intensive intervention. Peterboroughs Water Innovation
Network has already identified many new approaches,
providing a ready-made test-bed for SME invention and
innovation. Integrating this approach and these innovative
products will provide the essential solutions to achieve
the citys vision.
HealthThe health of people in Peterborough is generally worse
than the England average. Deprivation is higher than
average and about 9,800 children live in poverty. Life
expectancy for both men and women is lower than the
England average and whilst all-cause mortality rates have
fallen over the last 10 years, there is evidence of the
gap widening. There are also marked inequalities within
Peterborough (life expectancy is 9.4 years lower for men
and 5.6 years lower for women in the most deprived areas).
Early death rates from cancer and from heart disease
and stroke have fallen but the latter is worse than the
England average. One fifth of Year 6 children are classified
as obese. Levels of adult smoking, teenage pregnancy,
GCSE attainment, breast feeding initiation and smoking
in pregnancy are worse than the England average. Rates
of road injuries and deaths are worse than the England
average.
Priorities in Peterborough include reducing health
inequalities, focusing on promotion of healthy lifestyles
and improving outcomes for long term conditions.
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Peterboroughs Live Healthy Live Green Partnership isworking to deliver significant improvements in the health
and well-being of the people of Greater Peterborough and
in the delivery of health and social care.
For quality of life purposes, therefore, it is essential that
all systems take consideration of this element and find
ways of addressing these challenges. This can be through
communication, education, skills, transport, energy
technologies or even just in planning the system.
NeighbourhoodsPeterborough is a diverse and multicultural city, analogous
to the UKs largest cities; for example, Peterboroughs
citizens speak over a third of the worlds languages.This brings both opportunities and challenges.
A number of areas are in need of regeneration, with
relatively high levels of deprivation: a dense population,
fuel poverty, poor health, crime & anti-social behaviour,
poor educational attainment. Although Peterborough was
identified as a high crime area in 2005, there have been
considerable reductions in crime levels in recent years,
making us an area with one of the best crime reduction
rates in the country
Engaging with our communities is challenging on
several levels. Cultural and language differences play a
significant part but so does the method of engagement:
public meetings are not well attended unless there is an
immediate and significant issue affecting that particular
neighbourhood. Encouraging residents to play a part in
decision-making through engagement and consultation has
not to date been as successful as it could have been.
Greater engagement of communities through the RSAs
Citizen Power programme has been invaluable, identifying
new ways of working. We need to build on that, usingtechnology, innovation and demonstrable benefits, to show
real value to Peterboroughs citizens and the opportunitiesthat growth can bring.
TransportTransport is a vital element in the successful functioning
of a city. It underpins economic vitality and growth;
connecting people with jobs, goods and services. When
it fails, however, it can have a dramatic impact on
productivity and business performance. Transport also
impacts on health, well-being and the environment. A
well-managed network providing for all modes of travel can
reduce congestion, improve resilience, reduce emissions,
and promote sustainable transport leading to improved
health and well-being.
Transport is an important strength for Peterborough. The
network of parkways, major city roads, bus routes, cycle-
ways and footways have played an integral part in allowing
Peterborough to grow. The city has continued on a course
of advancement, but its commitment to an ambitious
growth agenda will put additional stress on the transport
network that will need to be addressed through major
infrastructure intervention, unless innovative solutions can
be found.
Existing challenges, that will be exacerbated by increased
population growth, include: tackling congestion and
its impact on public transport particularly; improvingresilience to accidents, road works, weather and security
threats; reducing the environmental impacts of congestion;
improving journey reliability and travel information.
If these challenges can be addressed successfully, they
will enhance economic vitality, underpin environment
capital aspirations and improve the quality of life for
Peterboroughs citizens. The solutions proposed in the
demonstrator will progress that agenda, deliver the overall
vision and integrate with other systems, using technology
to maximise the value of existing infrastructure and reduce
the need for more.
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1.4 Our Approach to Integration:
Peterborough DNAThe integration of the citys systems has already begun,
through the Sustainable Communities Strategy, Single
Delivery Plan and imminent One Planet Living policy
adoption. Our approach to sustainability, driven by our
Environmental Capital ambition, recognises the need
for a new delivery model to achieve change and build
momentum towards realising truly sustainable growth it hasenabled Peterborough to build a national and international
reputation as a city that is developing new ways to embrace
environmental change.
Fundamentally, our proposal will build off the existing
assets and strengths of the city, using those to further
integrate our systems. Delivery of the demonstrator will be
through strands of ever-improving helices of understanding
and technological advancement, where systems are
integrated within each strand, and where each strand is
connected to the other within the body corporate of the
city: effectively, the make-up the DNA of the city.
Our rich tapestry of business networks and partnership
organisations is supported by a robust research base. We
have a strong body of evidence across many sectors and
already have shared information platforms (Hawkeye, the
Peterborough Model, the Neighbourhood Window), plus
experience of acting as a test-bed for innovative service
delivery models (e.g. Sustainable Transport Demonstrator
City).
Our ground-breaking Peterborough Model approach tocollaboration is a high speed way to align and visualise
data from multiple sources, specifically designed
to accelerate and improve partnership decision-making. Applying this approach means that we are
already integrating systems, have established effective
collaboration between stakeholders, including the
private sector and utility companies, and enabled better
engagement with our communities.
Innovation is in the DNA of Peterborough. The
Peterborough DNA project will build on our excellent
networks and existing innovations to provide an integrated
city that benefits citizens and businesses, not just for the
life of the FCD project, but into the future. All strands of
the DNA proposal are not only multi-faceted and complex
in themselves but also link to each other component,
so that there is mutual gain and complementary
advantage. The simplicity of the structure also offers an
easily accessible concept containing a highly complex
interaction.
The proposition has three fundamental principles:
An overarching strategic, integrated series
of strands;
Establishing a platform (test-bed) for SME
innovative solutions now and into the future; Identifying and delivering specic solutions as
part of the FCD proposal to demonstrate that
Peterborough is innovative and can deliver.
The Peterborough DNA proposal will demonstrate delivery
during the course of the funded project, but each strand,
and the concept as a whole, has a clear long term life
cycle, which, vitally, is self-funding and sustainable.
The outcomes from the proposal are clear:
Businesses will be able to access both a physical test
bed environment and a robust innovation network not
only trialling solutions but also giving them the widest
possible accessibility and audience;
Residents and businesses will begin to adoptsustainable patterns of consumption and production,
and benefit from enhanced environmental and quality
of life experiences without the need for massive
infrastructure investment where utility systems are
both secure and offer a clear financial return;
Residents will also be better informed and empoweredto make decisions on how they run their lives (from
transport to skills and careers), as well as influence how
the citys systems are run through the self-learning city
cloud;
The FCD funding will be exploited to its absolutemaximum within the period of the fund and also as a
catalyst to access other funding streams (national and
European), which will just continue to grow the project.
Peterborough DNA will consist of ve distinct but
integrally connected strands of projects. Delivering
systemic change in its own right, but also underpinning
the other strands will be a single integrated and interactive
data system. The ve strands of the Peterborough DNAproposal are as follows:
Living DataProvides the analytic engines and presentation
tools not only for delivery of the Peterborough
DNA projects, but also on a comprehensivecity-wide basis.
Peterborough Innovation PoolSolves the citys challenges by developing newideas through collaboration and open innovation;
providing a uniquely accessible portal and library
of solutions.
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Sustainable City Metabolism
Delivers working demonstration projects to improveresource efficiency and build business consortia to
ensure economic efficiency.
Skills for Our FutureCombines a tailored IT platform to empower young
people, with a bespoke Peterborough qualification
system and network of graduate Change Agents to
provide the human resource to power the
citys transformation.
Transporting IntelligenceDrives-up business efficiency, drives-down carbon
emissions and improves the travelling experience
of Peterboroughs citizens in a high-tech, low
infrastructure way.
With each proposed project we plan to put the necessary
structures in place to enable the citys service delivery
organisations, partners, businesses and citizens to continueto identify, test and deliver solutions to Peterboroughs
challenges into the future. The component demonstrator
projects will provide evidence of performance, enabling
take-up of solutions elsewhere in the city and roll-
out nationally and internationally. This will include
development of innovative financial and procurement
models to support effective delivery of solutions to the
citys challenges at speed.
The 183,600 population size of Peterborough, combined
with consistent political commitment in the city, means
that our demonstrator proposals can be delivered rapidly
and that FCD funding will have a transformational effecton the entire city. We have made a good start towards
achieving our aspirations for truly sustainable growth, but
FCD funding has the real potential to enable Peterborough
to achieve a paradigm shift.
1.5 Measuring SuccessCentral to, and running through the core of, the
Peterborough DNA proposal is the Peterborough citizen and
the Peterborough business. Our proposal will have achieved
little if it does not impact positively on the quality of life of
local residents and on the prosperity of our companies.
The investment in our proposed solutions will, we believe,
result in long term, sustained benefits for the city, itsbusinesses and residents. It will facilitate transformational
change across a whole host of Peterborough challenges,
faster than is currently achievable, and deliver tangible
improvements to economic growth, life quality and
environmental resilience. Crucially, it will also provide
a clearer understanding of city challenges, assets and
opportunities to inform future initiatives and funding
decisions.
Section 2.3 sets out the detailed processes for managing
and evaluating success. Here we would like to identify
what it will mean to the Peterborough citizen and business
to be a part of our demonstrator city.
The person in the street or at home, the big companies and
small SMEs, will all be able to access live data on issues
that matter to them: routes to training and employment,
access to markets, environmental performance, journey
times, community initiatives. Not only will they be able to
receive but we shall deliver solutions that enable them toinput and influence: to engage directly with the systems
that shape their lives and commerce. Living Dataprovides
the means and innovation to transform how the city
operates and interacts.
So many innovative products are being created inPeterborough: from renewable energy solutions and
water management devices, through to financial security
algorithms and pioneering insurance products. Some of
these products have come successfully to market, others
are struggling. Through the Peterborough Innovation Pool,
companies will be able to open up their innovation to the
largest possible audience, to solve local and potentially
global challenges, in a secure and value-enhancing
environment. This will create real job opportunities, and
begin to generate a paradigm shift in the perceptions of
the city, its economy and its people.
One clear contributor to enhancing company wealth or thequality of life is the recycling of money back into peoplespockets, either corporately or personally. Our Sustainable
City Metabolismmodel will do just that, whilst also
reducing over-reliance on unsustainable resources. Initially,
the benefit will be felt by businesses in the Fengate
industrial area, but the mechanisms and models tried,
tested and established there will be able to roll out across
whole business districts, residential areas and ultimately
the city as a whole.
Young people, NEETs, the unemployed, or just those
looking to up-skill or change their lives, will be able to
design and follow a Personalised Career Path, whichmatches their interests, abilities and ambition with
bespoke skills and the needs of local business. The
Skills for Our Futureprogramme will offer a user-friendly,
portable web-based platform, accessible to individuals,
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businesses and providers alike, to map and support those
paths, kept consistently fresh and updated through hints,
opportunities and advice so that real-life choices can be
made.
The development of a parallel model to this for health
issues will not only facilitate the career paths being
pursued, but also offer guidance to support lifestyle and
health decisions that have a clear and purposeful result.
Those with skills to use will not be wasted as a resource in
the city, or feel the need to leave the city to exploit those.
Through the Change Agents initiative they will have directand fruitful contact with local businesses, with both parties
realising long-term benefit.
Anyone travelling in Peterborough, by foot, bike, car or
bus, whether residents, companies or visitors, will be able
to access live-time data on the citys transport network.Transporting Intelligencewill provide them with the tools
to make informed decisions on planning journeys, and their
subsequent travelling experience will be quicker, smoother
and safer, and, importantly, will have a reduced impact onthe environment.
By connecting our learning to the Future Cities network,
Catapult Centre and the TSB itself, our residents and
businesses will be connected to a much wider community,
and be able to demonstrate what it means to be a part of a
truly sustainable city.
In summary, the success of the Peterborough DNA proposal
will be the positive impacts it has on everyone who lives or
works in, or visits the city, and the speed with which the
FCD funding enables those impacts to be realised.
1.6 Engaging the CityPeterborough has taken a collaborative approach to the
development of the FCD Feasibility Study right from the
start by convening a series of workshops and discussions
with many of the citys partners: public sector bodies,
businesses large and small, government agencies, not-for-
profit organisations, academic institutions and individuals.
All have contributed positively and enthusiastically,
bringing not only an immense wealth of knowledge and
expertise, but also a diverse range of perspectives and
interests. Appendix G is a list of the many organisations
who have contributed to the development of this proposal
and who are committed to supporting its delivery.
The writing of the bid alone has involved a total of 8
organisations, each contributing fresh observations and
insights, often at no cost to the project.
Peterborough already has an extensive network of formal
and informal partnerships that are keen to contribute to
creating a better, smarter and more integrated city. These
range from the broad, such as the citys Bondholder
networking scheme with over 1,000 members through
to more focused alliances such as the internationally
recognised EnviroCluster and Water Innovation Network.
This fabric of partnerships, voluntary groups and alliances
is strong right across the public, private, voluntary and
inter-faith sectors in Peterborough. Harnessing the power
of these partnerships through the demonstrator to invent
and catalyse change is something that Peterborough may
be unique in being able to offer.
Key to many of the strands is wider democratic
engagement across the city, meaning that Peterboroughscitizens will be engaged as never before. They will not only
understand but also, crucially, influence the delivery of the
demonstrator programme. The Peterborough DNA website
already created will ultimately be fully open.
The development of a successful demonstrator programme
in Peterborough will be underpinned by the use of our
Peterborough Model for Accelerated Collaboration. Thisapproach marries high speed evidence alignment with
partnership building techniques and is a highly effective
and low cost way of getting broad partnerships to work
on complex issues. The Peterborough Model approach,
from which the Living Data strand of the Peterborough
DNA programme has been extrapolated, will be deployedfor complex partnership issues throughout the delivery
programme.
1.7 Leveraging ValueAs a whole logical sequence, the Peterborough DNAproposal builds on existing operations, investments and
processes, maximising the outcomes and assets created by
those and ensuring not only their long-term sustainability
and legacy, but importantly a paradigm shift in their
impact on the city.
Living Data
Peterborough is probably one of the best researched
cities in the country. Its Integrated Growth Study was
a 500k research and strategic planning project that
provided unparalleled perspectives of the citys systems
and performance. That, in turn, has been used to underpin
the Peterborough Model, which is already transforming
the way the city thinks and how communities can
influence their environmental impact. Alongside these, the
Neighbourhood Window and the city councils Hawkeyesystem provide a plethora of data to varying degrees of
accessibility.
Not only will Living Data convert static data into a live-
time reality, but it will be engineered so that the data
that is collated and disseminated is useable and useful:
many systems collect data which merely sits there. The
catalytic funding through the demonstrator will bring the
existing systems together for a far greater effect than would
otherwise be possible, creating the best understood city in
the country, in a model that is ultimately sustainable.
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Peterborough Innovation Pool
Peterborough has already taken major strides to establish
innovation networks. The citys EnviroCluster provides localbusinesses of any scale with both networking opportunities
and access to new markets. Through the Water Innovation
Network (WIN), companies have direct access to Anglian
Water to pitch and trial their innovative products. This
has already achieved tremendous success, and this water
industry model is being explored elsewhere.
Peterborough is clearly a hot-bed of innovation, with an
unrivalled network of companies within the city and a
willingness on their part to collaborate. This model will pull
together in a single place (virtual as well as partly physical)
challenges, solutions, funders, academic R&D and alibrary of successes or outstanding requirements. Without
the pump-prime funding through the FCD competition,
it would not be possible to deliver a model to cover every
sector and innovation solution, but Peterboroughs track
record shows it can be delivered.
Sustainable City Metabolism
A lot has been achieved in Peterborough in terms of
gearing up communities and local companies to maximise
their resource efficiency. Programmes such as the Investors
in the Environment scheme, Cross Keys Homes retro-
t programme for social housing, and the city councils
ESCo and its renewable energy interventions, have proved
successful, but have relied on a single entity taking the
lead. In all of this work, the major obstacle to expanded
adoption has been making the business case to persuade
others to realise the opportunities created through
environmentally sustainable options (as evidenced by the
work carried out by PECT in the Fengate area with local
companies there).
The City Metabolism proposal builds on the work already
done and not only demonstrates the environmental and
business effectiveness of integrated renewable solutions,
but importantly develops the business model to accompany
them. Demonstrator solutions across the utility spectrum
will encourage a business alliance or consortium for
implementation on a practical and scalable basis. Any
financial returns can come back into the business director into expanding the consortium across the whole district
and ultimately the entire city and beyond.
Skills for Our Future
Peterboroughs approach to skills development in the city
has been pioneering. In many ways, however, it is relatively
simple: businesses need skills locally to thrive and prosper,
so enable them to influence skills providers and encourage
them to develop the employability of their future workforce.
Over 1,100 companies (20% of the local businesscommunity) have signed up to the Peterborough Skills
Service, committing to developing employability skills
directly in schools. 600 businesses have also agreed to
contribute to questionnaires to influence skills provision.
Planning permission and funding have been secured for
a 10m Sustainable Skills Centre, which is scheduled
to commence construction in early 2013, and which will
become the long-term focal point of the Skills for Our
Future strand.
This strand of the programme will build on this success
and take it to a new level: it will start to address career
advice in a novel, effective and user-friendly way, as well
as provide the skills and resource networks essential foreconomic growth. Although there are clear routes for
long-term sustainability and replicability, transformational
expansion of existing schemes would not be possible
otherwise.
Transporting Intelligence
One of the citys major assets has been its transport
network. Historically, this has been car-orientated, but
in recent years the city has achieved model shift (for
example, modal shift percentages second only to London
2008). It has been a Sustainable Travel DemonstrationTown (DfT), and has recently been awarded 5million
under the Local Sustainable Transport Fund (LSTF). The
last has been deployed across a range of initiatives aimed
at increasing the use of sustainable transport modes, from
information provision, promotion and advocacy to physical
and practical interventions.
Over the last 4 years, 18m capital has been spent on
the citys Parkway and other highways, with 30m on
maintenance over the same period. Demonstrator funding
will utilise the social and organisational infrastructure
already in place through the LSTF, but importantly develop
innovative and cross-cutting initiatives that would not
otherwise be possible, using intelligence and intelligent
approaches to develop truly sustainable transport flows in
the future.
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2. Project Details
2.1 Peterborough DNA Strands
2.1.1 Living DataImproving upon the city cloud phenomenon, the LivingData strand is both the enabling element of the whole
Peterborough DNA programme and a strand in itself:
it will ultimately connect across total place data and
be a resource for the whole city, producing exciting
visualisations and enhanced interactive opportunities.
The strands of sustainable Peterborough DNA the
Peterborough Innovation Pool, City Metabolism, Skills
for Our Future and Transporting Intelligence all requirecomposite information from multiple partners that can
be analysed in one place and communicated to targeted
audiences. Living Data will provide the evidence base,analytical engines and presentational tools to meet the
business objectives of each of the proposed demonstrator
projects.
City information systems cannot currently support the
data and analytical requirements of the demonstrator
programme to the effect required, as their architecture
consists of separate operating environments focused on
internal delivery. The spectrum of cloud-based options and
smart analytics platforms has been evaluated; comparing
ownership, delivery and costing models. The resulting plan
has two phases:
Phase 1of Living Data is targeted at providing
the required data, analytics, city dashboard and a
set of focused presentational tools to support the
Peterborough DNA proposal.
Phase 2will build the specification and business
case for a wider general purpose city cloud, creating
economies of scale, process, data and other efficiencies
across city organisations. We propose that the savings
accrued by those organisation will offset the capital
cost of delivering the Phase 2 project and the long-term
sustainability of the Phase 1 project after 2014.
Appendix D shows the Phase One cloud structure and
approach, and the development of the Phase 2 cloud over
the lifetime of the FCD project.
Phase 1of Living Data is the immediate deployment of a
hybrid cloud solution with a compatible, state-of-the-art
data analytics capability. It will be delivered within eight
months of the FCD award, delivering at speed, tailored
solutions to the demonstrator programme requirements,
whilst ensuring future flexibility for the expansion of the
cloud, and its analytical and presentational services. This
solution will also allow Peterborough to develop its own
expert analytics team whilst partnering with a global techcompany for scaleability, specialist skills and accessing
international innovation.
The hybrid private cloud will take data from systems and
sensors across key partners into new data architecture. It
will be enhanced by a powerful new city operations and
analytics system which will be operated by local analysts
with support from a global technical partner, who will be
procured as the main delivery and R&D partner for cloudand analytics solutions.
Phase 1 will provide the platform for all of the component
parts of the Peterborough DNA strands that require IT/
portal accessibility, and then visualise their achievements
in an exciting and innovative way. For example, it will
provide the data repository, evaluation tool and innovation
library for the Innovation Pool projects, and data from the
Transporting Intelligence strand (e.g. from multi-functional
traffic cameras) will be transformed into intelligent analysis
and actions (e.g. automated calibration of traffic lights to
increase transport network efficiency).
Serco (Peterboroughs outsourced IS provider) will lead
the process of delivering the Phase 1 cloud and procuring
the technical partner for cloud and analytics services. For
speed of execution Phase 1 of Living Data will not be an
Impact Level Three secure system, and at this stage will
focus on delivering the Peterborough DNA strands, rather
than undertaking organisational negotiations about creating
shared services.
The Living Data presentational layer will deliver tools to
provide citizen-centric and business-centric information
to targeted audiences, and a city dashboard will assist
local professionals in smarter operational management and
decision-making. A key component will be a single live
visualisation platform of the city with views for key user
groups. Integration of the pioneering Peterborough Model
(the citys existing visual model and collaboration platform)
with elements of the city councils Neighbourhood Window
(integrated neighbourhood data system) and Hawkeye
(standard GIS platform) will provide the basis for the live
visual platform across the city. All presentational tools will
be developed to allow inclusion of increasing numbers of
live sensors.
The Living Data presentational layer will also be opened
out to a much larger audience (within the parameters
of commercial intellectual property, confidentiality and
security) through new and exciting presentational media,
ranging from Apps and the Electronic Town Crier Serviceto the retina-reactive 21st Century Notice board (citizen
information screens, described in more detail in Appendix
D). These will be specified as part of the programme
between March and June 2013. Other communications
media such as voice-activated user interfaces will also
be explored to both facilitate access to all users, but also
enable feedback from communities and business into the
system.
Running in parallel with this, Phase 2of Living Data will
create the specification and business case for a city-wide
service cloud. Phase 2 will change the way the city is
run whilst delivering economies of scale, process, data
and other efficiencies across Peterborough. The savings
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accrued across organisations will mean this element
is self-sustaining and will provide the head-room for
the continued investment into the Phase 1 analytics,
dashboard and presentational tools.
The Living Data programme and delivery milestones are
summarised in Appendix A. Total costs for the programme
are 4.7m and a breakdown of these is shown in
Appendix B.
Living Data provides:
A common evidence base and platform to identify and
quantify city issues through the creation of a scalable
multi-partner data and analytics hub: leading to
increased resilience by mirroring data and hosting this
in a 3rd-party secure location (Phase 1), and a shared
platform with an increase in security and resilience
classification to Impact Level Three standards (Phase
2);
Diagnostics, analytics and presentational tools for each
strand of the Peterborough DNA proposal (operational
by August 2013);
Presentational tools for professional users, stakeholder
organisations, SMEs and citizens that inform, alert and
build a common understanding of city performance
(October 2013-March 2014);
A focus for integrated thinking for better solutions for
citizens and businesses: identifying, calibrating and
improving local system efficiencies, and learning from
that process, whilst developing home-grown skills in the
analytics team to solve city issues.
The Living Data team will employ its own analysts who
will work to agreed KPIs. These KPIs will be identiedin the specification phase of each of the strands and be
supplemented by a set of performance improvement targets
that relate specifically to the provision of data, analytical
capability and, through this, new solutions.
Key partners for data sourcing include:
Peterborough City Council;
Opportunity Peterborough (economic
development company);
Serco (outsourced IS supplier) and key Living
Data delivery partner;
Peterborough Environment City Trust;
Peterborough Health and Wellbeing Board and
Peterborough NHS PCT (public health);
Environment Agency (flood, waste and
sustainability expertise);
Anglian Water (drinking water, waste water and links to
the Water Innovation Network);
UK Power Networks (Distributor Network Operator);
Centrica (gas supplier, power station operator).
The development of Phase 2 of this proposal will providefor the long-term sustainability of this project through the
very real savings accrued by the organisations entering into
the total cloud model. Although further work needs to bedone in developing the details of the scheme with partners,
it is anticipated that 1.7m of savings could be generated
per annum which would more than cover the on-going
annual cost of the system.
The accelerated process to deliver the Phase 1 Living Data
cloud will provide an (inter-)national template for cities,
showing how cities with applications delivery IT systems
can migrate to a smart hybrid cloud and then onto an
integrated shared cloud: delivering their own long-terms
solutions but with technology company flexibility andsupport. Living Data Phase 1 will showcase a method for
using high speed procurement and framework contracts to
deliver shared data and intelligent analytics. The Phase 2
parallel work stream will provide the long term business
case to support both the ongoing costs of phase one but
also the transition to a more integrated city cloud to benefit
the partners, local businesses and citizens.
The Living Data Strand will fundamentally change the way
that Peterborough is run. It will enable citizens to see and
understand and improve the operation of their city. It will
not only draw together the city information systems, but
integrate city thinking and operations. As such Living Datawill be the foundation of a smarter and more efficient city
that can continue to innovate.
2.1.2 Peterborough Innovation PoolProviding a platform that not only enables but also
encourages innovation is vital to both the success of the
Peterborough DNA proposal and transforming the citys
future many products fail to find funding, are untested
or cannot be developed owing to a lack of resource on the
part of the company. The Peterborough Innovation Pool
provides the platform for all agents involved in innovation
(public and third sector, SMEs, R&D, venture capitalists,
business angels) to input to solve the citys challenges by
developing new ideas, products and services through the
power of collaboration and open innovation.
The focus of the project will be on establishing a
network of Peterboroughs experts, entrepreneurs and
innovative businesses, and an associated system that
enables innovative products and services to be trialled
and deployed. It will provide a single portal which will
bring together this challenge-and-solution-based process
in front of SMEs, large businesses, investment angels,
funders, R&D institutions and others involved in innovationdelivery, and crucially create a library of past activity.
The citys organisations (including utility companies,communities and even other businesses) will put forward
their challenges and act as enablers and test-beds for
new technologies. The citys larger businesses would
also be linked into the network to increase and improve
collaboration with SMEs, to achieve mutual benefits.
This new cluster concept is not sector-specific. It focuses
on people, expertise, entrepreneurship and collaboration.
The Peterborough Innovation Pool will build on existing
business and innovation networks based in the city
(EnviroCluster, Water Innovation Network), and businessclusters that are currently un-tapped. Whilst the focus of
the network will be on solving Peterboroughs challenges,the network will be open to both local companies and
ultimately others globally with an interest in developing
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their innovations using Peterboroughs knowledge and
expertise and the city as a whole as a test-bed.
A process diagram for the Peterborough Innovation Pool is
shown at Appendix E.
The Innovation Pool will:
Deliver solutions to challenges;
Support the local value chain;
Increase innovation, resulting in business growth and
job creation;
Enhance public procurement processes;
Achieve inward investment;
Increase media awareness and city brand;
Enable local business promotion and export
opportunities;
Develop a city culture of open innovation.
Businesses and experts would sign up to the network by
registering areas of interest, skills and resources. Thenetwork will be underpinned by an ICT-based support
system (developed as part of the Living Data strand),
providing members with a visual representation of their
network.
The ICT system will provide information to innovative
businesses on city services and systems issues and
problems relevant to their areas of expertise, setting
challenges for these businesses to solve or to link to
their existing products. Challenges will initially relate to
the other strands of Peterboroughs DNA, and other keycity challenges such as health, city centre vitality and
sustainable food, but can ultimately be opened up to anychallenge (public or commercial). The visualisation outputs
from the Living Data system will be used to show this
information in an exciting and interactive way, describing
the challenge and clearly demonstrating the links between
the organisations that are interested. Businesses from any
sector will be able to participate in generating solutions.
As an indication, the range of challenges directed through
this process could include:
Energy generation along transport margins (e.g.
pavement energy generation, alternative functions for
street lighting columns);
Sustainable retrofit options which also encourage
future flexibility of buildings for long-term economic
sustainability (early work discussions have already been
held with BRE which could act as a catalyst for this);
Innovative ways of directly addressing Peterboroughshealth issues;
Improving the sustainability of Peterboroughs food
chain (the city has submitted a proposal to the IBM
Smarter Cities programme around this key sector of the
citys economy, the recommendations of which couldfeed directly into the Innovation Pool for practical
solution delivery).
As well as the open-source, but managed and secure
platform, an additional engine for innovation will be
provided through the running of regular network events,
open forums and workshops where challenges will
be discussed and solutions fostered in collaborative
partnerships between business, academia, R&D institutionsand the public sector. Experts, automatically identified by
the supporting ICT system, will be invited to participate in
discussions relating to topic areas which match their area
of expertise.
Ideas and potential solutions generated by the network will
be submitted for assessment to the organisation setting
the challenge, leading to agreements and partnerships
for future development. An interactive, digital Innovation
Library will collect and showcase information ideas and
potential solutions, so that the Innovation Pool can be used
as a resource at any point and on any topic.
The Peterborough Innovation Pool will act horizontally,
across all industry sectors in the city. It can act as a driver
for growth for the citys existing environmental business
cluster (EnviroCluster) but could also be used to galvanisegrowth in other strong sectors in Peterborough including
manufacturing, engineering, transport & logistics, nance,agriculture and the creative industries.
A physical space will also be set up in the form of an
Innovation Room to support and enable collaboration and
interaction between organisations and promote creative
thought-capture. This will incorporate cutting-edge
technology solutions to aid collaboration, while incubation
space will be provided to support the creation of start-up
companies developing from the Pool.
The Peterborough Innovation Pool will link to and be
supported by the Skills for Our Future strand which will
provide a crowd-sourced/freelance talent pool able to offer
specialist input (product design, IT, communications). The
Innovation Pool portal will enable local organisations to bid
for time to progress innovation projects. Peterboroughs
Change Agents will then be able to progress ideas
generated by the network and evolve them out into new
companies, or as joint ventures with existing businesses, to
commercialise solutions.
A collaboration and engagement programme will run
alongside the development/operation of the network
to support and enable SMEs and larger innovative
organisations to work together to achieve mutual benefits.
This would include provision of legal and financial advice
to ensure that solutions are successfully brought to market.
The Peterborough Innovation Pool programme and delivery
milestones are summarised in Appendices A. Total costs
for this strand are 1.2m; a more detailed breakdown is
contained in Appendix B.
A number of options have been explored to ensure the
long-term sustainability of the Innovation Pool. These
will be developed during the course of the project in
collaboration with partners such as the TSB, local
companies and business angels. Interestingly, one of the
first challenges to run through the Innovation Pool process
and be opened up to local businesses could be to identify
its long-term sustainability. The following options are all
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feasible and could be explored further:
Provide flexibility within the Innovation Pool proposal
to pump-prime product trials, with future revenue
generated feeding back into the system;
Membership fee and/or profit-share arrangement for
successful innovations that have been incubated bythe network;
Direct, transparent, sponsorship for enhanced company/
organisational profile, with no rights of commercial
advantage awarded and tight controls on intellectual
property.
The success of this strand will ultimately be determined
by how many innovative products come to market and the
range of challenges that are solved. Degrees of success will
also be measured, however, through a range of metrics. The
rate of the success of existing Water Innovation Network
(WIN) in terms of products brought forward for assessment,
extent of further exploration and ultimate trialling, will be
used as an initial baseline. Given the innovative expansionof WIN through the Innovation Pool, these levels will be
expected to be exceeded during the course of the project,
with initial targets as follows:
Q1/2 (April 2013 Sept 2013) - 15 products broughtforward, 1 product trialled
Q3/4 (Oct 2013 March 2014) - 40 products brought
forward, 4 products trialled
The Peterborough Innovation Pool offers a unique
opportunity for businesses to provide solutions for the
city in which they operate in a forum which has a farwider, potentially global, reach. Just as the Living Data
strand underpins the delivery of the Peterborough DNA
programme in terms of data sharing and utilisation, so the
Innovation Pool will be a mechanism for solution delivery
both within the DNA programme and across the city as a
whole.
2.1.3 Sustainable City MetabolismThe Sustainable City Metabolism strand will create working
demonstration projects to improve the performance of
Peterboroughs energy, waste, water and transport systems,
whilst also building a collaborative business consortiumthat focuses on improving system sustainability and
effectiveness and realises real financial returns. Section
1.2 has indicated the challenges faced by the city in many
of its systems: limited energy capacity; waste capacity and
disposal costs; water security; transport congestion and its
associated air quality, emissions and health impacts.
The urban metabolism is the sum total of the technical
and socio-economic processes that occur in cities,
resulting in growth, production of energy, and elimination
of waste (Kennedy et al, 2007). This strand of thePeterborough DNA programme aims to increase the
effectiveness and resilience of the citys systems, takinga holistic approach that strives to balance material and
energy exchanges between nature and society, working
towards eco-effectiveness, city self-sufficiency and long-
term resilience.
The Metabolism demonstration projects will mainly focus
on the Fengate business park, located to the east of
Peterborough. Fengate businesses are primarily, although
not exclusively, SMEs, operating in a variety of sectors,
whose challenges reflect those of the city as a whole:
Lack of information and understanding of system
challenges (e.g. water and energy availability) and
business benefits of improving system sustainability;
Economic constraints limiting opportunities forimproving efficiency and effectiveness;
Businesses operating in isolation;
Rising energy, water and waste costs;
Transport congestion, limited parking space, poor public
transport connections; and
Local flood risk from surface water, and deteriorating
water quality.
The projects will strengthen the Fengate Business
Network via an engagement programme that builds on the
Peterborough Business Clusters project (2010-11), whichaimed to improve the resource efficiency of the Fengate
business cluster and establish behavioural change. An
initial understanding was gained of Fengates systems and
their interactions, but it was found that small businesses
struggle to make changes towards improved sustainability
without support to invest in shared solutions, and that they
need compelling evidence to be driven to change their
processes. Therefore this strand will provide evidence of
the benefit of making business processes more sustainable,
with investment in solutions that businesses can trial on a
try before you buy basis.
A range of solutions are identified as part of this strand,as identified in the milestones below. These will integrate
trials of mobile and demonstrator technological solutions
(e.g. mobile wind turbines, water management devices)
and future-proof existing initiatives to maximise their
impact. The Fengate Business Network will also link to the
Peterborough Innovation Pool strand, setting sustainable
business process challenges for innovators to solve and
becoming a test-bed for the trial of new technologies.
The engagement programme will support businesses to
recognise the benefits of collaboration to achieve mutual
benefits, as some solutions may be more cost effective
when undertaken jointly, e.g. waste exchange or rainwater
harvesting and reuse. The aim is to build the business
consortium within the Fengate district and ultimately roll
this model out across Peterborough, to achieve a total
place consortium of businesses working for mutual benet
towards eco-effectiveness.
Appendix F describes the scope of the proposed Energy
Metabolism, Waste Metabolism, Water Metabolism and
Transport Metabolism demonstration projects in more
detail. These projects will address Peterboroughs
infrastructure challenges by delivering:
Established Fengate Business Network (June 2013);
Operational connections from three Fengate businesses
to the planned district heat network (January 2014,
subject to progress with EfW plant delivery), and a
business case for wider roll-out of district heat networks
across the city (June 2014);
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Collaborative trial of smart energy meters on
a residential development and installation of
neighbourhood scale substation energy meters, plus
business case for roll-out (January 2014);
Information on Fengates energy use linked into theLiving Data strand (January 2014) and used to identify
solutions for improving energy demand management
(March 2014);
Business case and identified funding stream forimplementation (if viable) of a Fengate Smart Grid
(June 2014);
Development and trial of mobile wind turbine and solar
units (January 2014);
An innovative operational waste bring facility
underpinned by a Living Data portal to maximise
efficacy (operational by August 2013);
Anaerobic digestion (AD) plant demonstrator for
businesses to trial feedstock suitability (operational by
March 2014), and business case for a co-operative AD
plant for the Peterborough area (November 2014); Functional water management infrastructure at trial
locations (October 2013), and business cases for up-
scaling (March 2014);
Electric bike hub powered by mobile wind turbine
trialled (January 2014);
Monitoring data from demonstrator trials (March 2014).
The Sustainable City Metabolism programme and delivery
milestones are summarised in Appendix A. Total costs
for this strand are 6.2m, with a breakdown shown in
Appendix B.
Success will be demonstrated by:
Sign up to the business network by >50 businesses and
>75% positive feedback on benets, justifying roll-out
across Peterborough as a new approach to the citysenvironmental, economic and quality of life challenges;
Commitment by 5 businesses to connect to the district
heat network;
10% reduction in energy and water demand by Fengate
businesses and residents by end 2014;
A viable business case for wider roll-out of the Aquai-
Mod technology for water demand reduction;
Commitment by 5 businesses to implement renewable
energy, AD technology and sustainable transport
solutions.
The project will build on, and maximise the potential
of, a wide range of other initiatives in the city (as set
out in Section 2.2 below), realising new outcomes for
projects including the citys ESCo and energy from wasteprogrammes, as well as providing new models for initiatives
such as the EU Zero CO2 project in the Glinton & Peakirk
community.
During the delivery of the Sustainable City Metabolism
projects, comprehensive business cases will be developed
to determine the viability for their continuation and roll-
out to other parts of the city. These business cases will
include identification of appropriate funding streams,
which might include:
Business subscription to city business networks;
Charges levied for use of the AD demonstrator and
mobile energy units. Alternatively, the mobile energy
units and AD demonstrator could be sold on or rented to
an individual business or another city;
Revenue generated by future sales of demonstratorproducts, based on profit-share with the city based on
the Peterboroughs initial investment in the product
development and trial (see Peterborough Innovation
Pool);
Business subscription to enable the ongoing operation
of the mobile wind and solar energy units, the AD
demonstrator and the electric bike hub.
European funding programmes;
Partnership funding from Anglian Water, the
Environment Agency and energy supply and distribution
companies.
Savings realised through implementing water efficiency
and energy saving measures on the Councils propertyportfolio.
The Sustainable City Metabolism is a practical
demonstration project in its own right, where holistic
resource approaches can be used to achieve environmental
and economic benefits. Trialling and demonstrating
innovative solutions, and establishing robust business
consortium opportunities which recover costs from
improved energy efficiency, provides a model not only for
business, but also communities.
2.1.4 Skills for Our FuturePeterborough knows that it faces significant challenges
in the skills base of the city and has already started to
address those. It is abundantly clear that the city needs
inspired and ambitious young people with the right skills
to enable businesses to prosper and to meet its challenges,
both now and in the future and this strand provides a step
change to our current achievements.
The Skills for Our Future strand takes a comprehensive and
exciting approach to skills provision. It will build on our
existing innovative approaches to skills (the Skills Visionand Skills Service brokerage scheme), provide pioneering
careers advice a challenge for the country as a whole
and will ultimately use the SmartLIFE-Peterborough
centre (scheduled for construction in 2013-14) as a focal
hub.
The Skills for Our Future strand has three distinct but
connected elements. The programme for delivery is
outlined in Appendix A, while a breakdown of the total
costs of 2.3m is shown in Appendix B.
The first elementwill provide a tailored IT platform both
to inspire and empower young